devops transformation workshop

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  • 1IBM

    Chapter Opening

    September 16, 2015

    DevOps Transformation Workshop Mark Borowski

    WW DevOps Practice LeaderIBM Cloud

    CD Summit

  • 2IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Workshop Agenda

    Module Time Topic

    1 9:00 9:15 Workshop Objectives & Introductions

    2 9:15 9:30 DevOps Foundations

    3 9:45 10:15 Exercise 1: Cycle Time & Bottleneck

    5 10:15 10: 45 Value Stream Mapping

    6 10:45 12:00 Exercise 2: Mapping the creation of a Test Environment (3 Parts)

    7 12:00 12:30 Bringing It All TogetherValue Stream Mapping Best Practices

  • 3IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Workshop Objectives

    Objectives DevOps Foundations

    Value Stream Mapping Exercise

    Approach

    Short lectures / presentation

    Followed by exercises and

    Readouts (where the real learning happen)

  • 4IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    What is DevOpsValue In Software Delivery Lifecycle (SDLC):

    Idea Customer

    Deploy

    Get Feedback

    Feature / Bug Fix / Enhancement

    Streamline your SDLC so that you can bring ideas to market faster and be more responsive to your customers

  • 5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Key constraints to deploying code faster include

    Environment Availability

    Deployment performed manually

    Test setup and run

    Tightly Coupled Architecture

    Development practices

    Planning Source: Gene Kim The Phoenix Project,

  • 6IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.There are 12 key practices that organizations

    leverage for transformationPlanning & Measurement Development & Test

    Release & Deploy

    Monitor & Optimize

    SmallBatch Size Agile Development Standardized Platform & Process(Near) Real Time Feedback

    Loop

    Dedicated Cross FunctionalTeams Continuous Integration

    Automated Environment Provisioning

    Loose Architecture Coupling Between Applications (APIs)

    Continuous Planning Test Automation Automated Release & Deploy Metrics

    DevOps Capability Model (The Gold Standard)

  • 7IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Exercise 1: Cycle Time & Bottlenecks

    Answer the following questions

    How long does it take for you to bring a small enhancement / feature to market for an existing application?

    Of that time, what percent would you consider to be waste (i.e meetings, approvals, waiting, rework etc.)

    What three / four activities consume the most amount of time? (prioritize if possible)

  • 8IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Value Stream Mapping

  • 9IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    What is Value Stream Mapping?

    Why Use VSM Visibility problem no end to end focus

    Lack of metrics

    What Is VSM

    Lean techniques to help understand flow

    Identify areas of waste (and its impact)

    Common language

    Creates a framework for future state design

  • 10IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Idea/Feature/Bug Fix/Enhancement

    Production

    Development Build QA SIT UAT Prod

    PPM

    Requirements/Analyst

    Developer

    Customers LOB

    BuildEngineer

    QA Team Integration Tester User/Tester Operations

    Deployment Engineer

    Release Management

    Deploy

    Get Feedback

    Feedback

    Customer or Customer Surrogate

    Tasks

    Artifacts

    Value stream analysis: A value stream exercise maps the current software delivery lifecycle and helps identify bottlenecks

    Bottlenecks

  • 11IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.How to do a Value Stream Mapping Exercise

    1. Identify the customer

    2. Determine final objective

    3. Identify the supplier(s)

    4. Document current process steps

    5. Map the work within / between the process steps

    6. Gather data (end to end cycle time, wait time, processing time, in processing wait time etc.)

    7. Record on a time line & calculate

  • 12IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Key metrics to collect during a Value

    Stream Mapping ExerciseLean Metric DefinitionWait Time Wait time before the next step of process activity begins. E.g Betty gets the post at 9am but doesnt sort it out until 10am, so the waiting

    time for one cheque which is in that days post is one hour.

    Processing Time Touch time i.e. the time that is spent actually touching the unit, carrying out process activity.

    E.g. time taken to key in the data is 30 seconds per payment. This should not include waiting time within the process activity.

    In Process Wait Time The time for all the process activity within this step, plus any waiting time within the step, like waiting for a system response or an approval email.

    E.g. if it takes 30 seconds to key in the data (touch time), and 10 seconds for the system to respond and save the order, then the IPLT is 40 seconds.

    End-to-end Cycle Time

    The total time it takes for all the process activity, including waiting, to be completed.

  • 13IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Exercise 2: Getting A Testing Environment (Part A)Using the value stream framework, document how long it takes for a tester within your organization to get a complete environment ready to go for testing

    Answer the following questions

    Estimate how long it takes (end to end cycle time) to get an environment for a tester to be productive

    Estimate how much is productive (processing time) vs. waste (wait time)

    Document the process steps only

    Stop, take a break, there is a lot more to come

  • 14IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Value stream analysis: More formal notation

    InventoryItem name

    Processstep name

    ManualMovement

    Automated Movement

    ActiveTime = N mins

    InactiveTime = N mins Human

    Actor

  • 15IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Build and QA Test Automation Pipeline Example

    TestSystem QA Test

    10 min build time

    Broken build can be 60 min to debug

    Build masterTest

    Definition

    FunctionalTest Driver

    ExternalAPI Access

    .jars,.wars

    Integration Build

    QA Tester

    2 days to provision test systemExternal APIs may take days to configure

    1 day to compete test

    Wrong API versions or missing Service can delay test 4-8 hours

    Ops Engineer

  • 16IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Exercise 2: Getting A Testing Environment (Part B)Answer the following questions

    Document the various lean metrics

    Wait times between steps

    Process Time

    In Process Wait Time

    Who is doing the work

    Rework %

    Map them on a timeline

    Compare metrics with original assumptions

    Stop, take a break, there is a lot more to come

  • 17IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Exercise 2: Getting A Testing Environment (Part C)Answer the following questions

    Develop a future state solution with the goal to reduce cycle time by 50%

    Share..

  • 18IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Value Stream Mapping Best Practices

  • 19IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Idea/Feature/Bug Fix/Enhancement

    Production

    Development Build QA SIT UAT Prod

    PPM

    Requirements/Analyst

    Developer

    Customers LOB

    BuildEngineer

    QA Team Integration Tester User/Tester Operations

    Deployment Engineer

    Release Management

    Deploy

    Get Feedback

    Feedback

    Customer or Customer Surrogate

    Tasks

    Artifacts

    Follow a similar process to map your current End To End Software Delivery Lifecycle

  • 20IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

    Value Stream Mapping Exercise Best Practices Select a sponsor

    Do it with a cross functional team

    Determine the boundaries of your process

    Collect data

    Identify / prioritize the Bottlenecks

    Map out future state

    Create implementation plan

    Dont forget about the metrics

    Validate periodically

  • 21IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

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    Quote

    Author, Secondary Information

    September 16, 2015Presentation Title

    Thank You!

    2015 IBM Corporation December 1, 2015

    29